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The Beginning of the End of Big Tech – Wired

Posted by timmreardon on 11/30/2024
Posted in: Uncategorized.

NEXT YEAR WILL be Big Tech’s finale. Critique of Big Tech is now common sense, voiced by a motley spectrum that unites opposing political parties, mainstream pundits, and even tech titans such as the VC powerhouse Y Combinator, which is singing in harmony with giants like a16z in proclaiming fealty to “little tech” against the centralized power of incumbents.

Why the fall from grace? One reason is that the collateral consequences of the current Big Tech business model are too obvious to ignore. The list is old hat by now: centralization, surveillance, information control. It goes on, and it’s not hypothetical. Concentrating such vast power in a few hands does not lead to good things. No, it leads to things like the CrowdStrike outage of mid-2024, when corner-cutting by Microsoft led to critical infrastructure—from hospitals to banks to traffic systems—failing globally for an extended period.

Another reason Big Tech is set to falter in 2025 is that the frothy AI market, on which Big Tech bet big, is beginning to lose its fizz. Major money, like Goldman Sachs and Sequoia Capital, is worried. They went public recently with their concerns about the disconnect between the billions required to create and use large-scale AI, and the weak market fit and tepid returns where the rubber meets the AI business-model road.

It doesn’t help that the public and regulators are waking up to AI’s reliance on, and generation of, sensitive data at a time when the appetite for privacy has never been higher—as evidenced, for one, by Signal’s persistent user growth. AI, on the other hand, generally erodes privacy. We saw this in June when Microsoft announced Recall, a product that would, I kid you not, screenshot everything you do on your device so an AI system could give you “perfect memory” of what you were doing on your computer (Doomscrolling? Porn-watching?). The system required the capture of those sensitive images—which would not exist otherwise—in order to work.

Happily, these factors aren’t just liquefying the ground below Big Tech’s dominance. They’re also powering bold visions for alternatives that stop tinkering at the edges of the monopoly tech paradigm, and work to design and build actually democratic, independent, open, and transparent tech. Imagine!

For example, initiatives in Europe are exploring independent core tech infrastructure, with convenings of open source developers, scholars of governance, and experts on the political economy of the tech industry.

And just as the money people are joining in critique, they’re also exploring investments in new paradigms. A crop of tech investors are developing models of funding for mission alignment, focusing on tech that rejects surveillance, social control, and all the bullshit. One exciting model I’ve been discussing with some of these investors would combine traditional VC incentives (fund that one unicorn > scale > acquisition > get rich) with a commitment to resource tech’s open, nonprofit critical infrastructure with a percent of their fund. Not as investment, but as a contribution to maintaining the bedrock on which a healthy tech ecosystem can exist (and maybe get them and their limited partners a tax break).

Such support could—and I believe should—be supplemented by state capital. The amount of money needed is simply too vast if we’re going to do this properly. To give an example closer to home, developing and maintaining Signal costs around $50 million a year, which is very lean for tech. Projects such as the Sovereign Tech Fund in Germany point a path forward—they are a vehicle to distribute state funds to core open source infrastructures, but they are governed wholly independently, and create a buffer between the efforts they fund and the state.

Just as composting makes nutrients from necrosis, in 2025, Big Tech’s end will be the beginning of a new and vibrant ecosystem. The smart, actually cool, genuinely interested people will once again have their moment, getting the resources and clearance to design and (re)build a tech ecosystem that is actually innovative and built for benefit, not just profit and control. MAY IT BE EVER THUS!

Article link: https://www.wired.com/story/the-beginning-of-the-end-of-big-tech/

When AI Gets It Wrong, Will It Be Held Accountable? – RAND

Posted by timmreardon on 11/26/2024
Posted in: Uncategorized.

Elina Treyger followed the news with a growing sense of unease. Every day seemed to bring new examples of artificial intelligence making important decisions in people’s lives. What happens, she wondered, when it costs someone a job, or flags an innocent person as a fraud?

Treyger  is a senior political scientist at RAND, but she’s also a lawyer. And what she really wanted to know was, Will people sue an algorithm? Will juries assign blame to something with no motives whatsoever?

She and a small team of researchers at RAND decided to find out. They designed a survey to test whether people are any less likely to challenge decisions delivered with the cold certainty of an AI. The results underscore the important role the American legal system can play in protecting people from algorithmic harm. The people in the survey were perfectly willing to take the computers to court.

“The legal system incentivizes good behavior and exposes bad outcomes through legal accountability,” Treyger said. “There’s been some concern that, if you’re on the receiving end of a bad algorithmic decision, you might not even know whom you could sue. But, as it turned out, at least in our experiment, that didn’t stop people.”

It’s not hard to find examples of bad algorithmic decisions. A few years ago, an automated system wrongly sent thousands of Michigan residents to collections for unemployment fraud. AI systems trained on historically biased data have recommended disproportionate jail time for Black defendants. A system trained on male-dominated employment data learned to penalize resumes from women.

But when the stakes are that high—when someone’s freedom or financial well-being are on the line—what recourse do people actually have when an AI gets it wrong?

The European Union recently gave people the legal right to get an explanation for any AI decisions that go against them, and to contest those decisions in court. Nothing that explicit exists in the United States. Policymakers here have mostly focused on regulating AI systems up front, making sure they cannot cause catastrophic harm before they go online. Addressing bad outcomes afterward has fallen in part to individuals being willing to take their chances in court.

But will they? Treyger is not the first legal scholar who has worried about that. For one thing, it’s not at all clear who the responsible party would be. The developers who wrote the code? The company that used it? It’s also often hard to know why an AI made a particular decision, which makes it tough to prove that it’s wrong. As a 2021 paper in Columbia Law Review put it, machine-made decisions are often “technically inscrutable and thus difficult to contest.”

Treyger and her team fielded their survey to provide the first nationally representative look at what people will actually do when faced with an unfair AI outcome. They asked 5,000 respondents to consider two scenarios.

In the first, a very well-qualified candidate applies for a job, makes it through the interviews—but then doesn’t get hired. The second scenario raises the stakes: An unemployed worker applies for benefits, gets rejected—and then gets flagged for potential fraud. For both scenarios, some of the respondents had a human making the decisions, and some had a computer.

Those who got the computer were much more likely to say the process was unfair and produced inaccurate results in both scenarios. They also were roughly 10 percentage points more likely to say it wasn’t transparent enough. The results point to what the researchers described as an “algorithmic penalty.” People seem willing to give human decisionmakers some leeway, even when they disagree with their decisions—but not computers.

The researchers then asked the respondents what they would do if they were the people in the two scenarios.

Even in the unemployment scenario, in which the outcome was not just wrong, but harmful, a third of those with a human decisionmaker said they would do nothing. Fewer than a quarter of those with a computer in the mix were so willing to let it slide. They were much more likely to say they would appeal, and slightly more likely to say they would sue. Respondents in both scenarios also were much more likely to say they would join a class-action lawsuit when the decisions were made by a computer.

“That’s encouraging,” Treyger said. “It means they’re not exempting algorithms from our general moral judgments. They’re willing to take legal action to redress algorithmic harms. That can be a real mechanism for accountability.”

White respondents tended to penalize the AI more harshly on most measures than non-white respondents did. The one exception was bias, but the differences were small. That may seem surprising; studies consistently show that AI systems trained on historical data learn to repeat historical biases, especially against racial and ethnic minorities.

But when the researchers dug into the survey data, they found that non-white respondents didn’t necessarily trust the AI more when it came to questions of bias. They trusted human decisionmakers less. They didn’t penalize the AI any more harshly because they didn’t think the humans would make unbiased decisions, either.

The survey results suggest that people will continue to look to the courts to defend their rights even in the era of AI. Algorithmic decisionmakers might not have the intent or state of mind of humans, the researchers wrote—but that won’t prevent legal action when they cause undue harm.

Policymakers working to regulate AI should consider not just problems of bias, but also of accuracy and transparency. And they should consider spelling out a specific legal right for people to contest AI decisions, much like the European Union has.

“In some settings, you would just presume that existing standards cover that,” Treyger said. “We have a lot of antidiscrimination laws, and it seems like those would be just as applicable in an algorithmic context. But it’s not always so clear. And so one implication of our study is, yes, we should establish pretty clearly these rights in the law.”

Michigan just got a hard lesson in how willing people are to go to court when an algorithm upends their lives. Thousands of residents filed a class-action lawsuit when the state’s automated unemployment system wrongly accused them of fraud. Earlier this year, the state finalized $20 million in payments to settle the case.

Article link: https://www.linkedin.com/pulse/when-ai-gets-wrong-held-accountable-rand-corporation-mwh7c?

Technology is probably changing us for the worse—or so we always think – MIT Technology Review

Posted by timmreardon on 11/17/2024
Posted in: Uncategorized.


For nearly a hundred years in this publication (and long before that elsewhere) people have worried that new technologies could alter what it means to be human.

By Timothy Maher

May 15, 2024

MIT Technology Review is celebrating our 125th anniversary with an online series that draws lessons for the future from our past coverage of technology. 

Do we use technology, or does it use us? Do our gadgets improve our lives or just make us weak, lazy, and dumb? These are old questions—maybe older than you think. You’re probably familiar with the way alarmed grown-ups through the decades have assailed the mind-rotting potential of search engines, video games, television, and radio—but those are just the recent examples.

Early in the last century, pundits argued that the telephone severed the need for personal contact and would lead to social isolation. In the 19th century some warned that the bicycle would rob women of their femininity and result in a haggard look known as “bicycle face.” Mary Shelley’s 1818 novel Frankensteinwas a warning against using technology to play God, and how it might blur the lines between what’s human and what isn’t.

Or to go back even further: in Plato’s Phaedrus, from around 370 BCE, Socrates suggests that writing could be a detriment to human memory—the argument being, if you’ve written it down, you no longer needed to remember it.

We’ve always greeted new technologies with a mixture of fascination and fear,  says Margaret O’Mara, a historian at the University of Washington who focuses on the intersection of technology and American politics. “People think: ‘Wow, this is going to change everything affirmatively, positively,’” she says. “And at the same time: ‘It’s scary—this is going to corrupt us or change us in some negative way.’”

And then something interesting happens: “We get used to it,” she says. “The novelty wears off and the new thing becomes a habit.” 

A curious fact

Here at MIT Technology Review, writers have grappled with the effects, real or imagined, of tech on the human mind for nearly a hundred years. In our March 1931 issue, in his essay “Machine-Made Minds,” author John Bakeless wrote that it was time to ask “how far the machine’s control over us is a danger calling for vigorous resistance; and how far it is a good thing, to which we may willingly yield.” 

The advances that alarmed him might seem, to us, laughably low-tech: radio transmitters, antennas, or even rotary printing presses.

But Bakeless, who’d published books on Lewis and Clark and other early American explorers, wanted to know not just what the machine age was doing to society but what it was doing to individual people. “It is a curious fact,” he wrote, “that the writers who have dealt with the social, economic, and political effects of the machine have neglected the most important effect of all—its profound influence on the human mind.”

In particular, he was worried about how technology was being used by the media to control what people thought and talked about. 

“Consider the mental equipment of the average modern man,” he wrote. “Most of the raw material of his thought enters his mind by way of a machine of some kind … the Twentieth Century journalist can collect, print, and distribute his news with a speed and completeness wholly due to a score or more of intricate machines … For the first time, thanks to machinery, such a thing as a world-wide public opinion is becoming possible.”

Bakeless didn’t see this as an especially positive development. “Machines are so expensive that the machine-made press is necessarily controlled by a few very wealthy men, who with the very best intentions in the world are still subject to human limitation and the prejudices of their kind … Today the man or the government that controls two machines—wireless and cable—can control the ideas and passions of a continent.”

Keep away

Fifty years later, the debate had shifted more in the direction of silicon chips. In our October 1980 issue, engineering professor Thomas B. Sheridan, in “Computer Control and Human Alienation,” asked: “How can we ensure that the future computerized society will offer humanity and dignity?” A few years later, in our August/September 1987 issue, writer David Lyon felt he had the answer—we couldn’t, and wouldn’t. In “Hey You! Make Way for My Technology,” he wrote that gadgets like the telephone answering machine and the boom box merely kept other pesky humans at a safe distance: “As machines multiply our capacity to perform useful tasks, they boost our aptitude for thoughtless and self-centered action. Civilized behavior is predicated on the principle of one human being interacting with another, not a human being interacting with a mechanical or electronic extension of another person.”

By this century the subject had been taken up by a pair of celebrities, novelist Jonathan Franzen and Talking Heads lead vocalist David Byrne. In our September/October 2008 issue, Franzen suggested that cell phones had turned us into performance artists. 

In “I Just Called to Say I Love You,”he wrote: “When I’m buying those socks at the Gap and the mom in line behind me shouts ‘I love you!’ into her little phone, I am powerless not to feel that something is being performed; overperformed; publicly performed; defiantly inflicted. Yes, a lot of domestic things get shouted in public which really aren’t intended for public consumption; yes, people get carried away. But the phrase ‘I love you’ is too important and loaded, and its use as a sign-off too self-conscious, for me to believe I’m being made to hear it accidentally.”

In “Eliminating the Human,” from our September/October 2017 issue, Byrne observed that advances in the digital economy served largely to free us from dealing with other people. You could now “keep in touch” with friends without ever seeing them; buy books without interacting with a store clerk; take an online course without ever meeting the teacher or having any awareness of the other students.

“For us as a society, less contact and interaction—real interaction—would seem to lead to less tolerance and understanding of difference, as well as more envy and antagonism,” Byrne wrote. “As has been in evidence recently, social media actually increases divisions by amplifying echo effects and allowing us to live in cognitive bubbles … When interaction becomes a strange and unfamiliar thing, then we will have changed who and what we are as a species.”

Modern woes

It hasn’t stopped. Just last year our own Will Douglas Heaven’s feature on ChatGPT debunked the idea that the AI revolution will destroy children’s ability to develop critical-thinking skills.

As O’Mara puts it: “Do all of the fears of these moral panics come to pass? No. Does change come to pass? Yes.” The way we come to grips with new technologies hasn’t fundamentally changed, she says, but what has changed is—there’s more of it to deal with. “It’s more of the same,” she says. “But it’s more. Digital technologies have allowed things to scale up into a runaway train of sorts that the 19th century never had to contend with.”

Maybe the problem isn’t technology at all, maybe it’s us. Based on what you might read in 19th-century novels, people haven’t changed much since the early days of the industrial age. In any Dostoyevsky novel you can find people who yearn to be seen as different or special, who take affront at any threat to their carefully curated public persona, who feel depressed and misunderstood and isolated, who are susceptible to mob mentality.

“The biology of the human brain hasn’t changed in the last 250 years,” O’Mara says. “Same neurons, still the same arrangement. But it’s been presented with all these new inputs … I feel like I live with information overload all the time. I think we all observe it in our own lives, how our attention spans just go sideways. But that doesn’t mean my brain has changed at all. We’re just getting used to consuming information in a different way.”

And if you find technology to be intrusive and unavoidable now, it might be useful to note that Bakeless felt no differently in 1931. Even then, long before anyone had heard of smartphone or the internet, he felt that technology had become so intrinsic to daily life that it was like a tyrant: “Even as a despot, the machine is benevolent; and it is after all our stupidity that permits inanimate iron to be a despot at all.”

If we are to ever create the ideal human society, he concluded—one with sufficient time for music, art, philosophy, scientific inquiry (“the gorgeous playthings of the mind,” as he put it)—it was unlikely we’d get it done without the aid of machines. It was too late, we’d already grown too accustomed to the new toys. We just needed to find a way to make sure that the machines served us instead of the other way around. “If we are to build a great civilization in America, if we are to win leisure for cultivating the choice things of mind and spirit, we must put the machine in its place,” he wrote.

Okay, but—how, exactly? Ninety-three years later and we’re still trying to figure that part out.

Article link: https://www-technologyreview-com.cdn.ampproject.org/c/s/www.technologyreview.com/2024/05/15/1092350/technology-is-probably-changing-us-for-the-worse-or-so-we-always-think/amp/

Why AI could eat quantum computing’s lunch – MIT Technology Review

Posted by timmreardon on 11/10/2024
Posted in: Uncategorized.

Rapid advances in applying artificial intelligence to simulations in physics and chemistry have some people questioning whether we will even need quantum computers at all.

By Edd Gentarchive page

November 7, 2024

Tech companies have been funneling billions of dollars into quantum computers for years. The hope is that they’ll be a game changer for fields as diverse as finance, drug discovery, and logistics.

Those expectations have been especially high in physics and chemistry, where the weird effects of quantum mechanics come into play. In theory, this is where quantum computers could have a huge advantage over conventional machines.

But while the field struggles with the realities of tricky quantum hardware, another challenger is making headway in some of these most promising use cases. AI is now being applied to fundamental physics, chemistry, and materials science in a way that suggests quantum computing’s purported home turf might not be so safe after all.

The scale and complexity of quantum systems that can be simulated using AI is advancing rapidly, says Giuseppe Carleo, a professor of computational physics at the Swiss Federal Institute of Technology (EPFL). Last month, he coauthored a paper published in Science showing that neural-network-based approaches are rapidly becoming the leading technique for modeling materials with strong quantum properties. Meta also recently unveiled an AI model trained on a massive new data set of materials that has jumped to the top of a leaderboard for machine-learning approaches to material discovery.

Given the pace of recent advances, a growing number of researchers are now asking whether AI could solve a substantial chunk of the most interesting problems in chemistry and materials science before large-scale quantum computers become a reality. 

“The existence of these new contenders in machine learning is a serious hit to the potential applications of quantum computers,” says Carleo “In my opinion, these companies will find out sooner or later that their investments are not justified.”

Exponential problems

The promise of quantum computers lies in their potential to carry out certain calculations much faster than conventional computers. Realizing this promise will require much larger quantum processors than we have today. The biggest devices have just crossed the thousand-qubit mark, but achieving an undeniable advantage over classical computers will likely require tens of thousands, if not millions. Once that hardware is available, though, a handful of quantum algorithms, like the encryption-cracking Shor’s algorithm, have the potential to solve problems exponentially faster than classical algorithms can. 

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Quantum computing is taking on its biggest challenge: noise

For a while researchers thought they’d have to make do with noisy, error-prone systems, at least in the near term. That’s starting to change.

But for many quantum algorithms with more obvious commercial applications, like searching databases, solving optimization problems, or powering AI, the speed advantage is more modest. And last year, a papercoauthored by Microsoft’s head of quantum computing, Matthias Troyer, showed that these theoretical advantages disappear if you account for the fact that quantum hardware operates orders of magnitude slower than modern computer chips. The difficulty of getting large amounts of classical data in and out of a quantum computer is also a major barrier. 

So Troyer and his colleagues concluded that quantum computers should instead focus on problems in chemistry and materials science that require simulation of systems where quantum effects dominate. A computer that operates along the same quantum principles as these systems should, in theory, have a natural advantage here. In fact, this has been a driving idea behind quantum computing ever since the renowned physicist Richard Feynman first proposed the idea.

The rules of quantum mechanics govern many things with huge practical and commercial value, like proteins, drugs, and materials. Their properties are determined by the interactions of their constituent particles, in particular their electrons—and simulating these interactions in a computer should make it possible to predict what kinds of characteristics a molecule will exhibit. This could prove invaluable for discovering things like new medicines or more efficient battery chemistries, for example. 

But the intuition-defying rules of quantum mechanics—in particular, the phenomenon of entanglement, which allows the quantum states of distant particles to become intrinsically linked—can make these interactions incredibly complex. Precisely tracking them requires complicated math that gets exponentially tougher the more particles are involved. That can make simulating large quantum systems intractable on classical machines.

This is where quantum computers could shine. Because they also operate on quantum principles, they are able to represent quantum states much more efficiently than is possible on classical machines. They could also take advantage of quantum effects to speed up their calculations.

But not all quantum systems are the same. Their complexity is determined by the extent to which their particles interact, or correlate, with each other. In systems where these interactions are strong, tracking all these relationships can quickly explode the number of calculations required to model the system. But in most that are of practical interest to chemists and materials scientists, correlation is weak, says Carleo. That means their particles don’t affect each other’s behavior significantly, which makes the systems far simpler to model.

The upshot, says Carleo, is that quantum computers are unlikely to provide any advantage for most problems in chemistry and materials science. Classical tools that can accurately model weakly correlated systems already exist, the most prominent being density functional theory (DFT). The insight behind DFT is that all you need to understand a system’s key properties is its electron density, a measure of how its electrons are distributed in space. This makes for much simpler computation but can still provide accurate results for weakly correlated systems.

Simulating large systems using these approaches requires considerable computing power. But in recent years there’s been an explosion of research using DFT to generate data on chemicals, biomolecules, and materials—data that can be used to train neural networks. These AI models learn patterns in the data that allow them to predict what properties a particular chemical structure is likely to have, but they are orders of magnitude cheaper to run than conventional DFT calculations. 

This has dramatically expanded the size of systems that can be modeled—to as many as 100,000 atoms at a time—and how long simulations can run, says Alexandre Tkatchenko, a physics professor at the University of Luxembourg. “It’s wonderful. You can really do most of chemistry,” he says.

Olexandr Isayev, a chemistry professor at Carnegie Mellon University, says these techniques are already being widely applied by companies in chemistry and life sciences. And for researchers, previously out of reach problems such as optimizing chemical reactions, developing new battery materials, and understanding protein binding are finally becoming tractable.

As with most AI applications, the biggest bottleneck is data, says Isayev. Meta’s recently released materials data set was made up of DFT calculations on 118 million molecules. A model trained on this data achieved state-of-the-art performance, but creating the training material took vast computing resources, well beyond what’s accessible to most research teams. That means fulfilling the full promise of this approach will require massive investment.

Modeling a weakly correlated system using DFT is not an exponentially scaling problem, though. This suggests that with more data and computing resources, AI-based classical approaches could simulate even the largest of these systems, says Tkatchenko. Given that quantum computers powerful enough to compete are likely still decades away, he adds, AI’s current trajectory suggests it could reach important milestones, such as precisely simulating how drugs bind to a protein, much sooner.

Strong correlations

When it comes to simulating strongly correlated quantum systems—ones whose particles interact a lot—methods like DFT quickly run out of steam. While more exotic, these systems include materials with potentially transformative capabilities, like high-temperature superconductivity or ultra-precise sensing. But even here, AI is making significant strides.

In 2017, EPFL’s Carleo and Microsoft’s Troyer published a seminal paper inScience showing that neural networks could model strongly correlated quantum systems. The approach doesn’t learn from data in the classical sense. Instead, Carleo says, it is similar to DeepMind’s AlphaZero model, which mastered the games of Go, chess, and shogi using nothing more than the rules of each game and the ability to play itself.

In this case, the rules of the game are provided by Schrödinger’s equation, which can precisely describe a system’s quantum state, or wave function. The model plays against itself by arranging particles in a certain configuration and then measuring the system’s energy level. The goal is to reach the lowest energy configuration (known as the ground state), which determines the system’s properties. The model repeats this process until energy levels stop falling, indicating that the ground state—or something close to it—has been reached.

The power of these models is their ability to compress information, says Carleo. “The wave function is a very complicated mathematical object,” he says. “What has been shown by several papers now is that [the neural network] is able to capture the complexity of this object in a way that can be handled by a classical machine.”

Since the 2017 paper, the approach has been extended to a wide range of strongly correlated systems, says Carleo, and results have been impressive. The Science paper he published with colleagues last month put leading classical simulation techniques to the test on a variety of tricky quantum simulation problems, with the goal of creating a benchmark to judge advances in both classical and quantum approaches. 

Carleo says that neural-network-based techniques are now the best approach for simulating many of the most complex quantum systems they tested. “Machine learning is really taking the lead in many of these problems,” he says.

These techniques are catching the eye of some big players in the tech industry. In August, researchers at DeepMind showed in a paper in Science that they could accurately model excited states in quantum systems, which could one day help predict the behavior of things like solar cells, sensors, and lasers. Scientists at Microsoft Research have also developed an open-source software suite to help more researchers use neural networks for simulation.

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One of the main advantages of the approach is that it piggybacks on massive investments in AI software and hardware, says Filippo Vicentini, a professor of AI and condensed-matter physics at École Polytechnique in France, who was also a coauthor on the Sciencebenchmarking paper: “Being able to leverage these kinds of technological advancements gives us a huge edge.”

There is a caveat: Because the ground states are effectively found through trial and error rather than explicit calculations, they are only approximations. But this is also why the approach could make progress on what has looked like an intractable problem, says Juan Carrasquilla, a researcher at ETH Zurich, and another coauthor on the Science benchmarking paper.

If you want to precisely track all the interactions in a strongly correlated system, the number of calculations you need to do rises exponentially with the system’s size. But if you’re happy with an answer that is just good enough, there’s plenty of scope for taking shortcuts. 

“Perhaps there’s no hope to capture it exactly,” says Carrasquilla. “But there’s hope to capture enough information that we capture all the aspects that physicists care about. And if we do that, it’s basically indistinguishable from a true solution.”

And while strongly correlated systems are generally too hard to simulate classically, there are notable instances where this isn’t the case. That includes some systems that are relevant for modeling high-temperature superconductors, according to a 2023 paper in Nature Communications.

“Because of the exponential complexity, you can always find problems for which you can’t find a shortcut,” says Frank Noe, research manager at Microsoft Research, who has led much of the company’s work in this area. “But I think the number of systems for which you can’t find a good shortcut will just become much smaller.”

No magic bullets

However, Stefanie Czischek, an assistant professor of physics at the University of Ottawa, says it can be hard to predict what problems neural networks can feasibly solve. For some complex systems they do incredibly well, but then on other seemingly simple ones, computational costs balloon unexpectedly. “We don’t really know their limitations,” she says. “No one really knows yet what are the conditions that make it hard to represent systems using these neural networks.”

Meanwhile, there have also been significant advances in other classical quantum simulation techniques, says Antoine Georges, director of the Center for Computational Quantum Physics at the Flatiron Institute in New York, who also contributed to the recent Science benchmarking paper. “They are all successful in their own right, and they are also very complementary,” he says. “So I don’t think these machine-learning methods are just going to completely put all the other methods out of business.”

Quantum computers will also have their niche, says Martin Roetteler, senior director of quantum solutions at IonQ, which is developing quantum computers built from trapped ions. While he agrees that classical approaches will likely be sufficient for simulating weakly correlated systems, he’s confident that some large, strongly correlated systems will be beyond their reach. “The exponential is going to bite you,” he says. “There are cases with strongly correlated systems that we cannot treat classically. I’m strongly convinced that that’s the case.”

In contrast, he says, a future fault-tolerant quantum computer with many more qubits than today’s devices will be able to simulate such systems. This could help find new catalysts or improve understanding of metabolic processes in the body—an area of interest to the pharmaceutical industry.

Neural networks are likely to increase the scope of problems that can be solved, says Jay Gambetta, who leads IBM’s quantum computing efforts, but he’s unconvinced they’ll solve the hardest challenges businesses are interested in.

“That’s why many different companies that essentially have chemistry as their requirement are still investigating quantum—because they know exactly where these approximation methods break down,” he says.

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Gambetta also rejects the idea that the technologies are rivals. He says the future of computing is likely to involve a hybrid of the two approaches, with quantum and classical subroutines working together to solve problems. “I don’t think they’re in competition. I think they actually add to each other,” he says.

But Scott Aaronson, who directs the Quantum Information Center at the University of Texas, says machine-learning approaches are directly competing against quantum computers in areas like quantum chemistry and condensed-matter physics. He predicts that a combination of machine learning and quantum simulations will outperform purely classical approaches in many cases, but that won’t become clear until larger, more reliable quantum computers are available.

“From the very beginning, I’ve treated quantum computing as first and foremost a scientific quest, with any industrial applications as icing on the cake,” he says. “So if quantum simulation turns out to beat classical machine learning only rarely, I won’t be quite as crestfallen as some of my colleagues.”

One area where quantum computers look likely to have a clear advantage is in simulating how complex quantum systems evolve over time, says EPFL’s Carleo. This could provide invaluable insights for scientists in fields like statistical mechanics and high-energy physics, but it seems unlikely to lead to practical uses in the near term. “These are more niche applications that, in my opinion, do not justify the massive investments and the massive hype,” Carleo adds.

Nonetheless, the experts MIT Technology Review spoke to said a lack of commercial applications is not a reason to stop pursuing quantum computing, which could lead to fundamental scientific breakthroughs in the long run. 

“Science is like a set of nested boxes—you solve one problem and you find five other problems,” says Vicentini. “The complexity of the things we study will increase over time, so we will always need more powerful tools.”

Article link: https://www.technologyreview.com/2024/11/07/1106730/why-ai-could-eat-quantum-computings-lunch/

VA announces creation of new AI testing ground with FDA – Nextgov

Posted by timmreardon on 11/09/2024
Posted in: Uncategorized.

By EDWARD GRAHAMOCTOBER 30, 2024

VA Undersecretary for Health Shereef Elnahal told Nextgov/FCW that the testing environment is “a check in the process” to ensure that AI tools comply with federal guidance on the use of emerging tech.

The Department of Veterans Affairs and the Food and Drug Administration are partnering to launch an interagency testing ground for healthcare-related artificial intelligence tools. 

VA Undersecretary for Health Shereef Elnahal announced the news during the Veterans Health Administration Innovation Experience conference on Wednesday, saying that the agencies are establishing a joint health AI lab to evaluate promising emerging technologies.

Elnahal said the lab will serve as an asset for federal agencies and the private sector “to be able to test applications of AI in a virtual lab environment to ensure not only that they work and that they’re safe and effective for veterans and for patients,” but that they also “adhere to trustworthy AI principles.”

President Joe Biden signed an executive order in October 2023 that outlined governmentwide guidelines around the safe, secure and trustworthy adoption and use of new AI capabilities. Wednesday’s announcement came on the one year anniversary of the order’s release.

In an interview with Nextgov/FCW on the sidelines of the conference, Elnahal said the lab will ensure “there’s a check in the process so that we’re not ultimately running afoul of those principles.”

“It’s essentially a place where you get rapid but effective evaluation — from FDA’s standpoint and from VA’s standpoint — on a potential new application of generative AI to, number one, make sure it works,” he added, calling the combined safety and usability testing “a really big strength.”

Elnahal also said the lab’s virtual setup will allow for AI technologies to be evaluated in an environment that meets the executive order’s safe and secure requirements. 

“As long as they go through the right security protocols, we’d essentially be inviting parties to test their technology with a fenced off set of VA data that doesn’t have any risk of contagion into our actual live systems, but it’s still informative and simulated,” he said.

VA and FDA have an agreement in place to launch the lab and are now working out the final details to establish the virtual proving ground — a process that Elnahal said will likely take about six months. 

In a video message shared at the conference, FDA Commissioner Robert Califf called the joint testing environment “the first intergovernmental health AI laboratory” and added that it will be based at the VA to provide “an avenue for developing approaches for assessing safety and performance metrics of AI-enabled healthcare products for product developers at the national level.”

Article link: https://www.nextgov.com/artificial-intelligence/2024/10/va-announces-creation-new-ai-testing-ground-fda/400681/?oref=ng-home-top-story&utm_content=buffereb39a&utm_medium=social&utm_source=linkedin.com&utm_campaign=buffer

The Greatest Power is No Power It’s Service to Others

Posted by timmreardon on 11/08/2024
Posted in: Uncategorized.

The 15 Diseases of Leadership, According to Pope Francis

Summary

Pope Francis has not tried to hide his desire to radically reform the administrative structures of the Catholic Church, which he sees as imperious and insular. The Church is, essentially, a bureaucracy, full of good-hearted but imperfect people – not much different than any organization, making the Pope’s counsel relevant for leaders everywhere. Pope Francis’s 2014 address of the Roman Curia can be translated into corporate-speak. It identifies 15 “diseases” of leadership that can weaken the effectiveness of any organization. These diseases include excessive busyness that neglects the need for rest, and mental and emotional “petrification” that prevents compassion and humility. The Pope also warns against poor coordination, losing a sense of community by failing to work together. A set of questions corresponding to the 15 diseases can help you determine if you are a “healthy” leader.

Pope Francis has made no secret of his intention to radically reform the administrative structures of the Catholic church, which he regards as insular, imperious, and bureaucratic. He understands that in a hyper-kinetic world, inward-looking and self-obsessed leaders are a liability.

Last year, just before Christmas, the Pope addressed the leaders of the Roman Curia — the Cardinals and other officials who are charged with running the church’s byzantine network of administrative bodies. The Pope’s message to his colleagues was blunt. Leaders are susceptible to an array of debilitating maladies, including arrogance, intolerance, myopia, and pettiness. When those diseases go untreated, the organization itself is enfeebled. To have a healthy church, we need healthy leaders.

Through the years, I’ve heard dozens of management experts enumerate the qualities of great leaders. Seldom, though, do they speak plainly about the “diseases” of leadership. The Pope is more forthright. He understands that as human beings we have certain proclivities — not all of them noble. Nevertheless, leaders should be held to a high standard, since their scope of influence makes their ailments particularly infectious.

The Catholic Church is a bureaucracy: a hierarchy populated by good-hearted, but less-than-perfect souls. In that sense, it’s not much different than your organization. That’s why the Pope’s counsel is relevant to leaders everywhere.

With that in mind, I spent a couple of hours translating the Pope’s address into something a little closer to corporate-speak. (I don’t know if there’s a prohibition on paraphrasing Papal pronouncements, but since I’m not Catholic, I’m willing to take the risk.)

Herewith, then, the Pope (more or less):

____________________

The leadership team is called constantly to improve and to grow in rapport and wisdom, in order to carry out fully its mission. And yet, like any body, like any human body, it is also exposed to diseases, malfunctioning, infirmity. Here I would like to mention some of these “[leadership] diseases.” They are diseases and temptations which can dangerously weaken the effectiveness of any organization.

  1. The disease of thinking we are immortal, immune, or downright indispensable, [and therefore] neglecting the need for regular check-ups. A leadership team which is not self-critical, which does not keep up with things, which does not seek to be more fit, is a sick body. A simple visit to the cemetery might help us see the names of many people who thought they were immortal, immune, and indispensable! It is the disease of those who turn into lords and masters, who think of themselves as above others and not at their service. It is the pathology of power and comes from a superiority complex, from a narcissism which passionately gazes at its own image and does not see the face of others, especially the weakest and those most in need. The antidote to this plague is humility; to say heartily, “I am merely a servant. I have only done what was my duty.”
  2. Another disease is excessive busyness. It is found in those who immerse themselves in work and inevitably neglect to “rest a while.” Neglecting needed rest leads to stress and agitation. A time of rest, for those who have completed their work, is necessary, obligatory and should be taken seriously: by spending time with one’s family and respecting holidays as moments for recharging.
  3. Then there is the disease of mental and [emotional] “petrification.” It is found in leaders who have a heart of stone, the “stiff-necked;” in those who in the course of time lose their interior serenity, alertness and daring, and hide under a pile of papers, turning into paper pushers and not men and women of compassion. It is dangerous to lose the human sensitivity that enables us to weep with those who weep and to rejoice with those who rejoice! Because as time goes on, our hearts grow hard and become incapable of loving all those around us. Being a humane leader means having the sentiments of humility and unselfishness, of detachment and generosity.
    The disease of excessive planning and of functionalism. When a leader plans everything down to the last detail and believes that with perfect planning things will fall into place, he or she becomes an accountant or an office manager. Things need to be prepared well, but without ever falling into the temptation of trying to eliminate spontaneity and serendipity, which is always more flexible than any human planning. We contract this disease because it is easy and comfortable to settle in our own sedentary and unchanging ways.
    The disease of poor coordination.Once leaders lose a sense of community among themselves, the body loses its harmonious functioning and its equilibrium; it then becomes an orchestra that produces noise: its members do not work together and lose the spirit of camaraderie and teamwork. When the foot says to the arm: ‘I don’t need you,’ or the hand says to the head, ‘I’m in charge,’ they create discomfort and parochialism.
    There is also a sort of “leadership Alzheimer’s disease.” It consists in losing the memory of those who nurtured, mentored and supported us in our own journeys. We see this in those who have lost the memory of their encounters with the great leaders who inspired them; in those who are completely caught up in the present moment, in their passions, whims and obsessions; in those who build walls and routines around themselves, and thus become more and more the slaves of idols carved by their own hands.
    The disease of rivalry and vainglory. When appearances, our perks, and our titles become the primary object in life, we forget our fundamental duty as leaders—to “do nothing from selfishness or conceit but in humility count others better than ourselves.” [As leaders, we must] look not only to [our] own interests, but also to the interests of others.
    The disease of existential schizophrenia. This is the disease of those who live a double life, the fruit of that hypocrisy typical of the mediocre and of a progressive emotional emptiness which no [accomplishment or] title can fill. It is a disease which often strikes those who are no longer directly in touch with customers and “ordinary” employees, and restrict themselves to bureaucratic matters, thus losing contact with reality, with concrete people.
    The disease of gossiping, grumbling, and back-biting. This is a grave illness which begins simply, perhaps even in small talk, and takes over a person, making him become a “sower of weeds” and in many cases, a cold-blooded killer of the good name of colleagues. It is the disease of cowardly persons who lack the courage to speak out directly, but instead speak behind other people’s backs. Let us be on our guard against the terrorism of gossip.
  4. The disease of idolizing superiors. This is the disease of those who court their superiors in the hope of gaining their favor. They are victims of careerism and opportunism; they honor persons [rather than the larger mission of the organization]. They think only of what they can get and not of what they should give; small-minded persons, unhappy and inspired only by their own lethal selfishness. Superiors themselves can be affected by this disease, when they try to obtain the submission, loyalty and psychological dependency of their subordinates, but the end result is unhealthy complicity.
    The disease of indifference to others. This is where each leader thinks only of himself or herself, and loses the sincerity and warmth of [genuine] human relationships. This can happen in many ways: When the most knowledgeable person does not put that knowledge at the service of less knowledgeable colleagues, when you learn something and then keep it to yourself rather than sharing it in a helpful way with others; when out of jealousy or deceit you take joy in seeing others fall instead of helping them up and encouraging them.
    The disease of a downcast face.You see this disease in those glum and dour persons who think that to be serious you have to put on a face of melancholy and severity, and treat others—especially those we consider our inferiors—with rigor, brusqueness and arrogance. In fact, a show of severity and sterile pessimism are frequently symptoms of fear and insecurity. A leader must make an effort to be courteous, serene, enthusiastic and joyful, a person who transmits joy everywhere he goes. A happy heart radiates an infectious joy: it is immediately evident! So a leader should never lose that joyful, humorous and even self-deprecating spirit which makes people amiable even in difficult situations. How beneficial is a good dose of humor! …
    The disease of hoarding. This occurs when a leader tries to fill an existential void in his or her heart by accumulating material goods, not out of need but only in order to feel secure. The fact is that we are not able to bring material goods with us when we leave this life, since “the winding sheet does not have pockets” and all our treasures will never be able to fill that void; instead, they will only make it deeper and more demanding. Accumulating goods only burdens and inexorably slows down the journey!
    The disease of closed circles, where belonging to a clique becomes more powerful than our shared identity. This disease too always begins with good intentions, but with the passing of time it enslaves its members and becomes a cancer which threatens the harmony of the organization and causes immense evil, especially to those we treat as outsiders. “Friendly fire” from our fellow soldiers, is the most insidious danger. It is the evil which strikes from within. As it says in the bible, “Every kingdom divided against itself is laid waste.”
    Lastly: the disease of extravagance and self-exhibition. This happens when a leader turns his or her service into power, and uses that power for material gain, or to acquire even greater power. This is the disease of persons who insatiably try to accumulate power and to this end are ready to slander, defame and discredit others; who put themselves on display to show that they are more capable than others. This disease does great harm because it leads people to justify the use of any means whatsoever to attain their goal, often in the name of justice and transparency! Here I remember a leader who used to call journalists to tell and invent private and confidential matters involving his colleagues. The only thing he was concerned about was being able to see himself on the front page, since this made him feel powerful and glamorous, while causing great harm to others and to the organization.
    Friends, these diseases are a danger for every leader and every organization, and they can strike at the individual and the community levels.
    ____________________
    So, are you a healthy leader? Use the Pope’s inventory of leadership maladies to find out. Ask yourself, on a scale of 1 to 5, to what extent do I . . .
    Feel superior to those who work for me?
    Demonstrate an imbalance between work and other areas of life?
    Substitute formality for true human intimacy?
    Rely too much on plans and not enough on intuition and improvisation?
    Spend too little time breaking silos and building bridges?
    Fail to regularly acknowledge the debt I owe to my mentors and to others?
    Take too much satisfaction in my perks and privileges?
    Isolate myself from customers and first-level employees?
    Denigrate the motives and accomplishments of others?
    Exhibit or encourage undue deference and servility?
    Put my own success ahead of the success of others?
    Fail to cultivate a fun and joy-filled work environment?
    Exhibit selfishness when it comes to sharing rewards and praise?
    Encourage parochialism rather than community?
    Behave in ways that seem egocentric to those around me?
    As in all health matters, it’s good to get a second or third opinion. Ask your colleagues to score you on the same fifteen items. Don’t be surprised if they say, “Gee boss, you’re not looking too good today.” Like a battery of medical tests, these questions can help you zero in on opportunities to prevent disease and improve your health. A Papal leadership assessment may seem like a bit of a stretch. But remember: the responsibilities you hold as a leader, and the influence you have over others’ lives, can be profound. Why not turn to the Pope — a spiritual leader of leaders — for wisdom and advice?

Gary Hamel is a visiting professor at London Business School and the founder of the Management Lab. He is a coauthor of Humanocracy: Creating Organizations as Amazing as the People Inside Them (Harvard Business Review Press, 2020).

Article link: https://hbr.org/2015/04/the-15-diseases-of-leadership-according-to-pope-francis

What We Need to Guard Against: The 15 Diseases of Leadership, According to Pope Francis

Posted by timmreardon on 11/06/2024
Posted in: Uncategorized.

https://hbr.org/2015/04/the-15-diseases-of-leadership-according-to-pope-francis

NIST approves 14 new quantum encryption algorithms for standardization – Nextgov

Posted by timmreardon on 10/29/2024
Posted in: Uncategorized.

By ALEXANDRA KELLEYOCTOBER 28, 2024 03:27 PM ET

Following the release of the first set of post-quantum encryption algorithms, the National Institute of Standards and Technology is advancing a second series of options to protect important data.

The National Institute of Standards and Technology announced a new series of digital signature algorithms ready for the agency’s post-quantum cryptographic standardization process, following the finalization of the inaugural three earlier this year.

14 new algorithms are now candidates for PQC standardization after over a year of evaluation, the agency confirmed. These algorithms are intended to be implemented in networks prior to the advent of a potential fault-tolerant quantum computer.

The algorithms are designed to protect against that future quantum computer’s ability to process sufficiently large volumes of data and break the standard encryption schemes that protect today’s sensitive digital information. 

The algorithms’ names include CROSS, FAEST, HAWK, LESS, MAYO, Mirath, MQOM, PERK, QR-UOV, RYDE, SDitH, SNOVA, SQIsign, UOV. These candidates will now enter the second round for standardization, which the agency expects to take 12 to 18 months.

Article link: https://www.nextgov.com/emerging-tech/2024/10/nist-approves-14-new-quantum-encryption-algorithms-standardization/400608/

The 15 Diseases of Leadership, According to Pope Francis – Some Wisdom for Voters on Leadership

Posted by timmreardon on 10/28/2024
Posted in: Uncategorized.

Pope Francis has made no secret of his intention to radically reform the administrative structures of the Catholic church, which he regards as insular, imperious, and bureaucratic. He understands that in a hyper-kinetic world, inward-looking and self-obsessed leaders are a liability.

Last year, just before Christmas, the Pope addressed the leaders of the Roman Curia — the Cardinals and other officials who are charged with running the church’s byzantine network of administrative bodies. The Pope’s message to his colleagues was blunt. Leaders are susceptible to an array of debilitating maladies, including arrogance, intolerance, myopia, and pettiness. When those diseases go untreated, the organization itself is enfeebled. To have a healthy church, we need healthy leaders.

Through the years, I’ve heard dozens of management experts enumerate the qualities of great leaders. Seldom, though, do they speak plainly about the “diseases” of leadership. The Pope is more forthright. He understands that as human beings we have certain proclivities — not all of them noble. Nevertheless, leaders should be held to a high standard, since their scope of influence makes their ailments particularly infectious.

The Catholic Church is a bureaucracy: a hierarchy populated by good-hearted, but less-than-perfect souls. In that sense, it’s not much different than your organization. That’s why the Pope’s counsel is relevant to leaders everywhere.

With that in mind, I spent a couple of hours translating the Pope’s address into something a little closer to corporate-speak. (I don’t know if there’s a prohibition on paraphrasing Papal pronouncements, but since I’m not Catholic, I’m willing to take the risk.)

Herewith, then, the Pope (more or less):

____________________

The leadership team is called constantly to improve and to grow in rapport and wisdom, in order to carry out fully its mission. And yet, like any body, like any human body, it is also exposed to diseases, malfunctioning, infirmity. Here I would like to mention some of these “[leadership] diseases.” They are diseases and temptations which can dangerously weaken the effectiveness of any organization.

  1. The disease of thinking we are immortal, immune, or downright indispensable, [and therefore] neglecting the need for regular check-ups. A leadership team which is not self-critical, which does not keep up with things, which does not seek to be more fit, is a sick body. A simple visit to the cemetery might help us see the names of many people who thought they were immortal, immune, and indispensable! It is the disease of those who turn into lords and masters, who think of themselves as above others and not at their service. It is the pathology of power and comes from a superiority complex, from a narcissism which passionately gazes at its own image and does not see the face of others, especially the weakest and those most in need. The antidote to this plague is humility; to say heartily, “I am merely a servant. I have only done what was my duty.”
  2. Another disease is excessive busyness. It is found in those who immerse themselves in work and inevitably neglect to “rest a while.” Neglecting needed rest leads to stress and agitation. A time of rest, for those who have completed their work, is necessary, obligatory and should be taken seriously: by spending time with one’s family and respecting holidays as moments for recharging.
  3. Then there is the disease of mental and [emotional] “petrification.” It is found in leaders who have a heart of stone, the “stiff-necked;” in those who in the course of time lose their interior serenity, alertness and daring, and hide under a pile of papers, turning into paper pushers and not men and women of compassion. It is dangerous to lose the human sensitivity that enables us to weep with those who weep and to rejoice with those who rejoice! Because as time goes on, our hearts grow hard and become incapable of loving all those around us. Being a humane leader means having the sentiments of humility and unselfishness, of detachment and generosity.
  4. The disease of excessive planning and of functionalism. When a leader plans everything down to the last detail and believes that with perfect planning things will fall into place, he or she becomes an accountant or an office manager. Things need to be prepared well, but without ever falling into the temptation of trying to eliminate spontaneity and serendipity, which is always more flexible than any human planning. We contract this disease because it is easy and comfortable to settle in our own sedentary and unchanging ways.
  5. The disease of poor coordination. Once leaders lose a sense of community among themselves, the body loses its harmonious functioning and its equilibrium; it then becomes an orchestra that produces noise: its members do not work together and lose the spirit of camaraderie and teamwork. When the foot says to the arm: ‘I don’t need you,’ or the hand says to the head, ‘I’m in charge,’ they create discomfort and parochialism.
  6. There is also a sort of “leadership Alzheimer’s disease.” It consists in losing the memory of those who nurtured, mentored and supported us in our own journeys. We see this in those who have lost the memory of their encounters with the great leaders who inspired them; in those who are completely caught up in the present moment, in their passions, whims and obsessions; in those who build walls and routines around themselves, and thus become more and more the slaves of idols carved by their own hands.
  7. The disease of rivalry and vainglory. When appearances, our perks, and our titles become the primary object in life, we forget our fundamental duty as leaders—to “do nothing from selfishness or conceit but in humility count others better than ourselves.” [As leaders, we must] look not only to [our] own interests, but also to the interests of others.
  8. The disease of existential schizophrenia. This is the disease of those who live a double life, the fruit of that hypocrisy typical of the mediocre and of a progressive emotional emptiness which no [accomplishment or] title can fill. It is a disease which often strikes those who are no longer directly in touch with customers and “ordinary” employees, and restrict themselves to bureaucratic matters, thus losing contact with reality, with concrete people.
  9. The disease of gossiping, grumbling, and back-biting.This is a grave illness which begins simply, perhaps even in small talk, and takes over a person, making him become a “sower of weeds” and in many cases, a cold-blooded killer of the good name of colleagues. It is the disease of cowardly persons who lack the courage to speak out directly, but instead speak behind other people’s backs. Let us be on our guard against the terrorism of gossip!
  10. The disease of idolizing superiors. This is the disease of those who court their superiors in the hope of gaining their favor. They are victims of careerism and opportunism; they honor persons [rather than the larger mission of the organization]. They think only of what they can get and not of what they should give; small-minded persons, unhappy and inspired only by their own lethal selfishness. Superiors themselves can be affected by this disease, when they try to obtain the submission, loyalty and psychological dependency of their subordinates, but the end result is unhealthy complicity.
  11. The disease of indifference to others. This is where each leader thinks only of himself or herself, and loses the sincerity and warmth of [genuine] human relationships. This can happen in many ways: When the most knowledgeable person does not put that knowledge at the service of less knowledgeable colleagues, when you learn something and then keep it to yourself rather than sharing it in a helpful way with others; when out of jealousy or deceit you take joy in seeing others fall instead of helping them up and encouraging them.
  12. The disease of a downcast face. You see this disease in those glum and dour persons who think that to be serious you have to put on a face of melancholy and severity, and treat others—especially those we consider our inferiors—with rigor, brusqueness and arrogance. In fact, a show of severity and sterile pessimism are frequently symptoms of fear and insecurity. A leader must make an effort to be courteous, serene, enthusiastic and joyful, a person who transmits joy everywhere he goes. A happy heart radiates an infectious joy: it is immediately evident! So a leader should never lose that joyful, humorous and even self-deprecating spirit which makes people amiable even in difficult situations. How beneficial is a good dose of humor! …
  13. The disease of hoarding. This occurs when a leader tries to fill an existential void in his or her heart by accumulating material goods, not out of need but only in order to feel secure. The fact is that we are not able to bring material goods with us when we leave this life, since “the winding sheet does not have pockets” and all our treasures will never be able to fill that void; instead, they will only make it deeper and more demanding. Accumulating goods only burdens and inexorably slows down the journey!
  14. The disease of closed circles, where belonging to a clique becomes more powerful than our shared identity. This disease too always begins with good intentions, but with the passing of time it enslaves its members and becomes a cancer which threatens the harmony of the organization and causes immense evil, especially to those we treat as outsiders. “Friendly fire” from our fellow soldiers, is the most insidious danger. It is the evil which strikes from within. As it says in the bible, “Every kingdom divided against itself is laid waste.”
  15. Lastly: the disease of extravagance and self-exhibition. This happens when a leader turns his or her service into power, and uses that power for material gain, or to acquire even greater power. This is the disease of persons who insatiably try to accumulate power and to this end are ready to slander, defame and discredit others; who put themselves on display to show that they are more capable than others. This disease does great harm because it leads people to justify the use of any means whatsoever to attain their goal, often in the name of justice and transparency! Here I remember a leader who used to call journalists to tell and invent private and confidential matters involving his colleagues. The only thing he was concerned about was being able to see himself on the front page, since this made him feel powerful and glamorous, while causing great harm to others and to the organization.

Friends, these diseases are a danger for every leader and every organization, and they can strike at the individual and the community levels.

____________________

So, are you a healthy leader? Use the Pope’s inventory of leadership maladies to find out. Ask yourself, on a scale of 1 to 5, to what extent do I . . .

  • Feel superior to those who work for me?
  • Demonstrate an imbalance between work and other areas of life?
  • Substitute formality for true human intimacy?
  • Rely too much on plans and not enough on intuition and improvisation?
  • Spend too little time breaking silos and building bridges?
  • Fail to regularly acknowledge the debt I owe to my mentors and to others?
  • Take too much satisfaction in my perks and privileges?
  • Isolate myself from customers and first-level employees?
  • Denigrate the motives and accomplishments of others?
  • Exhibit or encourage undue deference and servility?
  • Put my own success ahead of the success of others?
  • Fail to cultivate a fun and joy-filled work environment?
  • Exhibit selfishness when it comes to sharing rewards and praise?
  • Encourage parochialism rather than community?
  • Behave in ways that seem egocentric to those around me?

As in all health matters, it’s good to get a second or third opinion. Ask your colleagues to score you on the same fifteen items. Don’t be surprised if they say, “Gee boss, you’re not looking too good today.” Like a battery of medical tests, these questions can help you zero in on opportunities to prevent disease and improve your health. A Papal leadership assessment may seem like a bit of a stretch. But remember: the responsibilities you hold as a leader, and the influence you have over others’ lives, can be profound. Why not turn to the Pope — a spiritual leader of leaders — for wisdom and advice?

Gary Hamel is a visiting professor at London Business School and the founder of the Management Lab. He is a coauthor of Humanocracy: Creating Organizations as Amazing as the People Inside Them(Harvard Business Review Press, 2020).

Article link; https://hbr.org/2015/04/the-15-diseases-of-leadership-according-to-pope-francis

Light-Speed Breakthrough: The Dawn of Photonic In-Memory Computing

Posted by timmreardon on 10/28/2024
Posted in: Uncategorized.


BY UNIVERSITY OF PITTSBURGH OCTOBER 26, 2024

Researchers have unveiled a new photonic in-memory computing method that promises to advance optical computing significantly.

This technology, using magneto-optical materials, achieves high-speed, low-energy, and durable memory solutions suitable for integration with existing computing technologies.

Photonic In-Memory Computing

For the first time, a global team of electrical engineers has developed a new method for photonic in-memory computing, bringing optical computing closer to becoming a reality.

The team includes researchers from the University of Pittsburgh Swanson School of Engineering, the University of California – Santa Barbara, the University of Cagliari, and the Tokyo Institute of Technology (now the Institute of Science Tokyo). Their results were published on October 23 in the journal Nature Photonics(“Integrated non-reciprocal magneto-optics with ultra-high endurance for photonic in-memory computing.”

This research was a collaborative effort led by Nathan Youngblood, assistant professor of electrical and computer engineering at Pitt, along with Paulo Pintus, formerly of UC Santa Barbara and now an assistant professor at the University of Cagliari, and Yuya Shoji, associate professor at the Institute of Science Tokyo.

Overcoming Optical Memory Limitations

Until now, researchers have been limited in developing photonic memory for AI processing – gaining one important attribute like speed while sacrificing another like energy usage. In the article, the international team demonstrates a unique solution that addresses current limitations of optical memory that have yet to combine non-volatility, multibit storage, high switching speed, low switching energy, and high endurance in a single platform.

“The materials we use in developing these cells have been available for decades. However, they have primarily been used for static optical applications, such as on-chip isolators rather than a platform for high-performance photonic memory,” Youngblood explained. “This discovery is a key enabling technology toward a faster, more efficient, and more scalable optical computing architecture that can be directly programmed with CMOS (complementary metal-oxide semiconductor) circuitry – which means it can be integrated into today’s computer technology.

“Additionally, our technology showed three orders of magnitude better endurance than other non-volatile approaches, with 2.4 billion switching cycles and nanosecond speeds.”

Introducing a Resonance-Based Architecture

The authors propose a resonance-based photonic architecture that leverages the non-reciprocal phase shift in magneto-optical materials to implement photonic in-memory computing.

A typical approach to photonic processing is to multiply a rapidly changing optical input vector with a matrix of fixed optical weights. However, encoding these weights on-chip using traditional methods and materials has proven challenging. By using magneto-optic memory cells comprised of heterogeneously integrated cerium-substituted yttrium iron garnet (Ce:YIG) on silicon micro-ring resonators, the cells cause light to propagate bidirectionally, like sprinters running opposite directions on a track.

Computing by Controlling the Speed of Light

“It’s like the wind is blowing against one sprinter while helping the other run faster,” explained Pintus, who led the experimental work at UC Santa Barbara. “By applying a magnetic field to the memory cells, we can control the speed of light differently depending on whether the light is flowing clockwise or counterclockwise around the ring resonator. This provides an additional level of control not possible in more conventional non-magnetic materials.”

Future Prospects and Scaling

The team is now working to scale up from a single memory cell to a large-scale memory array which can support even more data for computing applications. They note in the article that the non-reciprocal magneto-optic memory cell offers an efficient non-volatile storage solution that could provide unlimited read/write endurance at sub-nanosecond programming speeds.

“We also believe that future advances of this technology could use different effects to improve the switching efficiency,” Shoji at Tokyo added, “and that new fabrication techniques with materials other than Ce:YIG and more precise deposition can further advance the potential of non-reciprocal optical computing.”

Reference: “Integrated non-reciprocal magneto-optics with ultra-high endurance for photonic in-memory computing” by Paolo Pintus, Mario Dumont, Vivswan Shah, Toshiya Murai, Yuya Shoji, Duanni Huang, Galan Moody, John E. Bowers and Nathan Youngblood, 23 October 2024, Nature Photonics.
DOI: 10.1038/s41566-024-01549-1

Other researchers on this project include:

  • John E. Bowers, distinguished faculty at University of California at Santa Barbara
  • Mario Dumont, graduate student researcher at University of California at Santa Barbara
  • Duanni Huang, former researcher at University of California at Santa Barbara
  • Galan Moody, faculty at University of California at Santa Barbara
  • Toshiya Murai, researcher at National Institute of Advanced Industrial Science and Technology, Japan
  • Vivswan Shah, graduate student researcher at University of Pittsburgh

Article link: https://scitechdaily.com/light-speed-breakthrough-the-dawn-of-photonic-in-memory-computing/

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